Work is a Battlefield

At a time when downsizing and corporate shutdowns have cut management staffs to the bone, and when the business community has been rocked by ethical scandals, the need for strong, inspirational, principle-based leadership in the workplace has never been greater.

But what are the characteristics

of strong leadership? To see the answer in action, we need only look to America's military academies, such as West Point and the Naval Academy, where concepts such as perseverance, accountability, communication, self-discipline and character are the foundation for building tomorrow's leaders. To incorporate such values, consider the following guidelines:

Develop a personal leadership philosophy. This includes your personal values, how you will carry out your responsibilities, what your priorities are and what you expect of your people. Really think about what your beliefs and standards are, since these will be the foundation for everything you do and say.

Familiarize yourself with the goals and values of your organization. If your goals and values differ dramatically from the demonstrated ones of your company, you must make a decision: Can you influence your company to live up to the glowing words on its mission statement, or is it time to move on?

Articulate your personal philosophy and your company's goals/values to your team. Explain the connection between your personal philosophy and the goals and values of your organization. Your team needs to be crystal clear on what you stand for and what you expect from them.

Model your personal leadership philosophy. Your employees expect you to lead by example. Saying one thing and doing another will breed resentment and lose you the respect of your team. And never forget the most critical part of the equation-passion. No one ever inspired a team by being half-hearted or wishywashy. Only when you love your work will people really buy into your vision.

Do not be afraid to make tough decisions. In the heat of combat, military leaders must make split-second decisions that are literally matters of life and death. Likewise, the decisions you make at work can affect the vitality of your organization. That is why you must make your decisions with confidence and resolve. The right decision is not always the popular one, and even when we think we are making the right decision, it does not always turn out the way we expected. But in an imperfect world, being true to your own principles and values is the best that you can do.

Hold people accountable. When you are leading men into battle, their lives are in your hands and yours are in theirs. Everyone depends on the rest of the company to not let them down. This is the very definition of accountability. Now translate this principle to the "battlefield" of the business world, and realize that you owe it to your team to give 100 percent in everything you do.

Teach others to lead. As a leader, you are only as good as your ability to develop others. The fast pace of today's business world and flatter, leaner management structures mean that critical decisions must be made at lower levels than ever before. You must ensure that your people have the leadership ability to make these decisions.

Take advantage of diversity. In the military, you live in close proximity with people from all races, cultures and economic backgrounds. You must interact with a diverse group of people in order to get things done, and sometimes the most unlikely lifelong friendships arise. Adopt this attitude in business and you will go far as a leader. Sometimes people who are very different from you have exactly what your team needs to get a certain job done. Focus on your ability to connect with everyone.

Do not get stuck in survival mode. In anxious times, we tend to work fast and furious to meet our customer's needs. But when things are a bit more relaxed, it is time to step back and consider the big picture. Has the market shifted? Are you missing an opportunity to move in a new direction? Do not be afraid to adjust goals if there is a good reason to do so. And of course, never forget to communicate any changes to your team.

AUTHOR_AFFILIATION

Dennis F. Haley graduated from the U.S. Naval Academy in 1967, after which he served in the Nuclear Surface Navy. he is now CEO of Academy Leadership.

Ed Ruggero graduated from West Point in 1980 and served in the U.S. Army for 11 years. He is a currently a member of the Academy Leadership learn.